Pakistan is one of the top cotton producing countries of the world

Pakistan is one of the top cotton producing countries of the world Executive Summary Pakistan is one of the most top cotton producing country of the world. Pakistan has the tendency to produce the best quality cotton in the world, because of that Pakistan exports its cotton to different buyers across the globe. Garment and textile industry of Pakistan needs a lot of investment to flourish its production plants to give more and more to the country and others in the globe as well. Currently country being in inflation affected the entire industry. As prices of all products have gone high, companies are forced to produce less. The political situations in our country have made the industrial sector bare losses. The policies and laws are hindering the activities of the industry. Because of that the other competing countries are getting an edge over Pakistan. More research needs to be done in this sector to avail all the possible technologies to make our textile and garment industry better. Other than that our needs to start producing end wearable garments and then export them to increase the exports and increase awareness of the local brands. Currently popular textile is working on producing jean for renowned brands of the world. Government needs to make efforts to establish the garment industry in Pakistan. Table of Content Contents Contents 2 Introduction: 4 Industry Scenario: 7 Industry Facts and Figures 7 Problems in industry 7 Technology being implied 8 Business Model Analysis 8 SWOT Analysis: 12 Strength: 12 Weakness: 13 Opportunity: 16 Threats: 18 SWOT Analysis (Summary) 19 Strengths: 19 Weaknesses: 19 Opportunities: 19 Threats: 19 PEST Analysis: 20 20 Political Outfit: 20 20 Economical Analysis and Performance: 20 Social Liabilities and Duties: 21 Technological Requirements and up gradation: 22 PORTER Five Forces Model: 23 1.Bargaining power of customers (demand scenario): 24 24 Factors 24 2.Bargaining power of suppliers (supply scenario): 24 24 3. Threat of new entrants: 26 26 4. Threat of substitutes: 27 5. Competitive rivalry: 28 Contribution to Exports: 30 Conclusion: 31 References: 32 Garment Industry of Pakistan Introduction: Textile and Garments is considered the most important sector of Pakistans economy and the largest industry with a 46% share of total manufacturing. Accounting for 67% of exports, employment for 40% of the workforce and a 10.20% share in GDP confirms the importance of this sector. Pakistans large available human resource pool offers an important incentive for further growth of this labor intensive industry. Contribution of Textile Garment Sector Percentage Contribution Total Manufacturing 46% Total Exports 67% Employment for Workforce 40% Total Share in GDP 10.20% Although Pakistan is the fourth largest cotton producer in the world with strong spinning and weaving infrastructure, the value added sector (cotton products) has a small share in exports. The main reason is shortage of training facilities able to enhance skills and produce competent middle managers having in-depth knowledge of processes and hands-on experience in contemporary technologies. Garment manufacturing is a major growing sub-sector of the textile value chain. It consumes the majority of the workforce in Pakistans textile and garments industry and has been contributing towards the high growth-rate in exports as figures shows it is 67% contributing in export of Pakistan. However, the garment industry is now suffering from some acute problems in productivity, in quality, in management marketing skills and thus facing a serious threat of a reduced share of international markets. According to the World Banks report on the impact of Quota Elimination in Pakistan, the effect on apparel exports from Pakistan will be negative due to stronger competition from other countries. The implication would be serious if no action is taken to improve productivity and efficiency. In the garments sector, Pakistans productivity is estimated to be only 37% of the benchmark established by China. Compared to this, Indias garments sector productivity is better, at 46%. For Pakistan, raising productivity by improving production process efficiency is key to reap benefits after the Multi-Fibre Agreement was abolished. If Pakistan is able to increase its productivity in textiles and clothing by 60% and reach Chinas productivity level, the gain would likely be over US$ 1 billion per year. Keeping in view the emerging trend in the global market, there is a huge potential for Pakistans garment sector. However, to be competitive in the global market after the removal of the quota regime in January 2005, it is imperative to have efficient and cost effective production systems with minimum wastages to attract buyers. The TUSDEC need assessment which included discussions/interviews with the key garment exporters clearly revealed the need for urgent reforms in the textile industry and especially in garment manufacturing and exporting as this is the most value added sector. This need had never before been felt as intensely as now, in the major garments clusters located in Lahore, Karachi, Sialkot, Faisalabad and Multan. In unison they expressed that the existing infrastructure of textile garments institutes in the country is not able to fulfill the requirement for skilled human resources to meet the immediate demand. The need assessment showed that an intervention for fast-track capacity building of the garment industry to meet the challenges posed by the ever-changing demand of international markets was justified. To cope with this dire need, it was proposed to hire foreign experts on long term basis to upgrade the knowledge and skills of the workers employed in the garment industry. Industry Scenario: As quoted by Chairman of All Pakistan Textile Mill Association, Textiles are the most important industry in Pakistan. It accounts for approximately 40 percent of manufacturing employment, over 60 percent of total exports, and over 30 percent of value-added production. Pakistans textile industry, based on locally grown cotton, produces cotton yarn, cotton cloth, and made-up textiles and apparel. Industry Facts and Figures As data cited at web published edition of aptma, Pakistan had a total of 503 spinning mills with an installed capacity of 10,437,000 spindles and 155,104 rotors. The weaving industry has 53 integrated units (composite units with spinning and weaving in one unit) with an installed capacity of 14,130 looms; 512 shuttle less weaving units with an installed capacity of 13,340 1ooms; and approximately 30,000 units in the power loom (shuttle loom) sector, with an estimated 225,253 looms. In PFY-97 it additionally had 670 finishing units with a production capacity of 3,460 million sq. meters of fabric per annum, 700 knitwear units with 15,000 knitting machines, and 4,000 garment units with 160,000 industrial and 450,000 domestic sewing machines. Exports of all textiles in PFY-97 totaled a value of USD 5.4 billion. The major buyer of textile clothing and accessories was the United States, which purchased USD 309.2 million of goods. (Michelle, Pakistan Profile, January/February 2007) Problems in industry Pakistans excessive economic reliance on the textile industry now necessitates the upgrade of its low value-added textile products to higher value-added products and the development of additional export markets. The Government of Pakistan (GOP) has reportedly constituted a textile commission to examine the problems of the textile industry and guide its future planning in the effort to turn this vital sector of the country economy into a healthy and internationally competitive industry. The upgrade to value-added production will require more sophisticated machinery. Trade sources believe that given favorable rupee/dollar parity, the textile industry may be expected to grow by as much as 10 to 15 percent annually over the next 2-3 years. Technology being implied In PFY-98 Pakistan offered an import market of USD 213 million for the sale of textile machinery, equipment and parts. Statistics for domestic production are not available, but trade sources report that manufacture, which is geared to demand, is at the present time negligible. The market has declined drastically over the last six years. In PFY-93, Pakistan imported USD 789.2 million worth of textile machinery. Imports fell in subsequent years to USD 352.7 million in PFY-94, USD 294.9 in PFY-95, USD 187.0 million in PFY-96 and USD 129 million in PFY 97. Given improved financial conditions, the import market share is expected to increase by 10 percent annually over the next three years. (Citied at website of aptma.) Business Model Analysis The textile industry is today based almost entirely in the private sector as the inefficiency of the public sector units has forced the GOP to privatize them. The three remaining textile units in the public sector are integrated units and are to be offered for privatization in the very near future. Pakistans textile spinning industry is presently in a crisis. As a result of poor cotton crops, the withdrawal of cotton subsidy and the export of raw cotton, the industry, whose feasibility has been based on the use of low-priced cotton, is no longer viable. Pakistans weaving sector has an installed capacity of 14,130 looms in integrated weaving mills; 13,340 looms in shuttless weaving units; and approximately 200,500 to 225,250 looms in the power loom sector. The looms installed in the integrated units are old and less than approximately 40 percent are working. The independent weaving units are a relatively new phenomenon in the Pakistan market, and have been created as a result of market demand, government incentives and the move towards higher quality products. Pakistans finishing industry is comprised of approximately 670 units, the majority of which are independent units and complimentary to the weaving industry. Their installed capacity is old and needs replacement. The integrated units are reported to have a capacity utilization of only 35 percent of installed capacity as most of their machinery is also old and uses outdated technology. (Citied at Directors Review of aptma.) Competing Countries Export Share of Market- Trend Analysis Country 1980 1990 2000 2005 Variance 2000 2005 China 4.0 8.9 18.2 26.9 8.7 Turkey 0.3 3.1 3.3 4.3 1.0 India 1.7 2.3 3.1 3.0 (0.1) Mexico 0.0 0.5 4.4 2.6 (1.8) Bangladesh 0.0 0.6 2.0 2.3 0.3 Vietnam 0.9 1.7 0.8 Pakistan 0.3 0.9 1.1 1.3 0.2 Sri Lanka 0.3 0.6 1.4 1.0 (0.4) Thailand 0.7 2.6 1.9 1.5 (0.4) Source: United States Department of Agriculture Global Market Shares Top 15 Retailers worldwide: S. No Retailer Origin Market Share USD Millions 1 Wal-Mart Stores Inc. USA $219,000 2 Carrefour Group FRANCE $61,565 3 Royal A hold HOLLAND $57,976 4 The Home Depot, Inc USA $53,553 5 The Kroger Co. USA $50,098 6 Metro AG GERMANY $43,357 7 Target USA $43,355 8 Albertsons USA $37,931 9 Kmart USA $36,151 10 Sears USA $35,843 11 Safeway UK $34,301 12 Costco USA $34,137 13 Tesco UK $33,614 14 JCPenny USA $32,004 15 Aldi Einkauf GERMANY $31,310 (Source: Stores/Deloitte Touch Tomahatsu) SWOT Analysis: Strength: Raw material Base: Pakistan has high self sufficiency in raw material and is the fourth largest producer of cotton. Abundant use of cotton resources has made the Textile industry of Pakistan move towards the area of industrialization. Labor: Cheap labor has always been the backbone of the economy of Pakistan. Cheap and ample supply of labor strengthens the industrial and agriculture sector of the country. Around 39% of the labor force works in the textile sector. As Karl Marx said that we have to use the army of labor present in the country for productive means. Thus cheap and abundant labor means low cost of production. Rich Heritage: Due to cultural diversity and rich heritage, designers come up with new different and attractive designs which are appreciated worldwide. Our culture comprises of Sindhi, Punjabi, Balochi and Pushtoo values. Also we are also influenced by the Indian culture through the media exposure, which of course gives the Pakistani designers an inspiration and taste of Karnataka, Rajhastani styles, etc. This varied culture and fusion among these two neighbours gives inspiration to the designers to give their best in terms of styles, creativity and fashion. Domestic Market: The recent shift of the population from the agrarian society to the urban areas, increased income levels and growth of the population raised the domestic demand. This means more factories more manufacturing units, more supply and more labor. Weakness: Research Development: Developed countries are using the technology of genetic engineering and biotechnology to increase the quality and quantity of their cotton production. They are able to grow colored cotton, organic cotton and several different varieties cotton to added value to the textile chain. In Pakistan, there is very some research done on small scale by private companies to invent modified cotton fibers. Practically no efforts are being made by the APTMA in the RD of the textile industry to enhance the quality of its products, upgrade the technology used, and encourage effective methods of production in order to compete internationally. Instead the industry suffers lack of latest means of production and falling cotton crop output every year. Due to low quality of cotton crop, profitability decreases and the farmer switch to the other crop such as sugar cane, maize and thus the cotton production decreases. More Dependence on Cotton: As the textile sector is heavily dependent on cotton production, low cultivation of cotton will deteriorate the textile industry. On the other hand, Pakistan lacks expertise in the development, production and marketing of synthetic products and fabrics required for items like swimwear, skiwear and industrial apparel. So far Pakistan has been unable to diversify in the export of textiles and is heavily dependent on single fibre that is cotton and its blends. This dependence on single crop economy is restricting the diversification of exports from Pakistan. Labor Productivity: Despite of the abundant supply of the labor, productivity of the labor is very low. According to a study by Federal Adviser on textiles, the regional competitors of Pakistan take75 minutes to complete and produce one piece of cloth whereas we take 133 minutes for the same work. We also waste 30% in finishing and 12% in washing. European buyers recommended that we should cut our costs up to 45%in sewing by getting more efficient. Labor productivity can be improved by giving the labor appropriate training with the advancement of technology so as to make them more efficient and with lower wastage of resources. In China an average 70 hours of training are given to labor to enhance their expertise. Poor Infrastructure: The important resources and infrastructure, such as adequate of supply of water, continuous supply of electricity and gas, efficient logistics and transportation, tax structure, raw material supply are all basic requirements for the development of an industrial base. However, on the other hand, the industry is faced with rising charges of the energy sector, which increases the cost of production, making it difficult to compete with the other regional rivals. Poor Quality Standards: With the exception of big and leading units who comply with global quality standards in textiles, most of the medium and small sized units can not ensure the reliable and consistent quality standards. Some of these textile units import second hand machinery from China, India, Korea, and Taiwan with no checks and balances on the quality of the machinery parts and tools. Preference is only given to the cheap and workable machinery with no concern of the quality of the machine, therefore, resulting in poor quality of the end product. The industry can generate more profit by adding more value to the product, as value can be measured in terms of quality, increased per unit price, etc. Pakistans textile industry should focus on latest material handling techniques and should train workers. The inability to timely modernize the equipment, machinery and labor has led to the decline of Pakistani textile competitiveness. Unstable Political Situation: Political unrest, strikes and terrorism have critically affected the economy of Pakistan. Frequent changing of the government has adversely maligned the policies of the textile sector. According to the World Trade Review Pakistan has failed to take necessary steps needed to meet post Multi-Fiber Agreement (MFA) challenges for its textile industry owing to lack of political will by the successive governments. In 1978 World Bank surveyed the Pakistan textile industry and reported many deficiencies in this sector. It also gave certain measures to resolve these issues, but unfortunately all these problems still persist and the industry is still unable to keep its pace with the international market. Successive governments lacked the will to reform human resources and adapt the marketing techniques that resulted present scenario in this industry. System Orientation And Supply Chain: Nowadays, customers are very systematic in their work and the expect the same professionalism from their vendors. Unfortunately, we lack this capability and are not competent to struggle in the international business, thus losing many opportunities. On the other hand supply chain management is rarely implemented. We are disorganized, disconnected and dis torted. Time management is very much important aspect in the business and buyers expect on time delivery to match the retail launch of the Spring/ Summer or Autumn/Winter seasonal collections on time . Delayed delivery of export orders result increase in cost due to fines by the buyers and at times losing business altogether due to the breach the order con-tract. Opportunity: Pakistan Textile City: Pakistan Textile City in Port Qasim, Karachi with an area of 1250 acres, will be completed in 2011 as a private public sector joint venture. The main purpose of the textile city is to provide the textile industry with the world class infra structure to meet the global competitiveness and challenges and as to provide value added textile industrial zone. Its main features include one way window operation, constant supplies of gas and water, and uninterrupted power supply. Marketing: Targeting the unexplored export markets with the help of aggressive sales and marketing will pave the way for the textile growth. Its all about hunting your opportunities with the handful of colorful lollipops. If we make investment in our sales force and train them in the fine art of marketing textile products, we can capture a much bigger market share from other smaller competitors. Collaboration with Foreign Companies: No company in the world can afford to ignore the strategic and competitive benefits of making partnership with another company to strengthen the market position. By making partners with the foreign companies, we will be able to learn a lot from them in terms system orientation, supply chain and it would be feasible to import latest technology. We can also reduce our costs, comply with the inter-national standards, and add value to our products, easiness in marketing our products in different foreign regions, improved labor and thus catching up with our regional competitors. Re-engineering of Production System: Information technology has a crucial role in manufacturing sector. Acquiring state of the art machinery is though very much expensive, but a very fruitful and necessary measure to stay competitive in the long run. It is the level of trust; the exporter builds with its customers by giving them flawless products, made on state of the art machinery. Once this trust is developed, there is no other way than any unforeseen exception that you may lose a customer to another competitor. Therefore, it is highly recommended to produce with great efficiency, minimizing the wastage of the raw material, energy resources and thus reducing the cost of production. Producing high Value Products: Its better to export yarn than raw cotton. Similarly its better to export finished fabric than to export grey fabric (raw fabric). Furthermore its very much feasible to export readymade garments than to only fabrics. What makes the latter better is the value added and subsequent increase in per unit price. Therefore, the textile industry should focus on the finished products so as to create more value in their products and reap larger margin of profits. The industry should also diversify into other areas such as technical textiles and nonwovens in order decrease its dependence on conventional and commodity textiles, which is highly sensitive to per unit price and volume for the profit margin. Image Building of Pakistan to Attract FDI: Security measures should be taken to facilitate the buyers and investors to visit Pakistan for investments. Secure business environment must be needed to attract golden sparrows to facilitate business dealings and building positive image of Pakistan that they can rely upon. Reducing the Cost of Business: China and India are much cheaper in labor, raw material and utilities as compared with Pakistan. Rising inflation also increase the cost of production. We have to control these unnecessary costs if we have to survive in the middle of the two giants of the textile sector in the world. Threats: New competitors: Pakistan is facing new competitors in textile sector such as; Bangladesh Vietnam Turkey Though we cannot avoid competition but we can always stay ahead of them by reforming our strategies and educating our entrepreneurs so as to move one step forward in every aspect. Phasing out of quota System: As the quota system is ruled out by WTO, there is a threat by the Chinese and Indian manufacturers to gain most of the market share. We have high costs, low labor productivity and inefficient production processes. Fashion life Cycle: Fashion changes rapidly now a day. Media has so much penetrated in our daily lives that we easily adapt our-selves as it wants us to. This has resulted in shortening the fashion lifecycle thus increasing the fashion risk. Now the buyer does not want to wait long for his consignment because he is insecure that by the time it will reach to him he will lost its demand due to change in fashion. Therefore, they prefer to buy from neighboring countries even at higher cost to get their products instantly rather than to wait weeks or months for their consignments to reach them. SWOT Analysis (Summary) Strengths: Raw material Base Labor Rich Heritage Domestic Market Weaknesses: Research Development More Dependence on Cotton Labor Productivity Poor Infrastructure Poor Quality Standards Unstable Political Situation System Orientation And Supply Chain Opportunities: Pakistan Textile City Marketing Collaboration with Foreign Companies Re-engineering of Production System Producing high Value Products Image Building of Pakistan to Attract FDI Reducing the Cost of Business Threats: New competitors Phasing out of quota System Fashion life Cycle PEST Analysis: Political Outfit: Textile industry, and all other business in the field are subjected to very high risk due to unstable political outfit, this restricts joint ventures in the industry. We only have only one example of joint Venture in the industry that is Lucky Tex SITE with J. Rosenthals and Sons of England. As the political outfit is extremely unstable and does not guarantee any consistency over the span of time, therefore attracting foreign investment in the sector is very limited, and only confined to term financing, or credits. Economical Analysis and Performance: Till not so long ago, the Pakistan textile industry was one of the key drivers of growth and employment generation. The plight of the textile exports continued during the first four months (July-October) of current financial as they fell by around one percent during the period. The export of textile products came to $3.539 billion in the period under review, which is 2008 against $3.573 billion in the corresponding period of previous year. At a time when growth in export is badly needed to plug the widening trade deficit, the dismal performance of the largest export earning textile sector is causing serious problems for the state in its efforts for registering quantum jump in export earnings. Complaining about the high cost of production of textile products due to expensive raw materials and high rates of utilizes the textile associations are clamoring for incentives in the shape of RD support to enable them to compete in the international market. The breakup shows that almost all the categories in textile group performed dismally during the period under review. (Pakistan Textile Journal, October2008) (Microeconomics of competitiveness, Textiles cluster in Pakistan, 2007) Social Liabilities and Duties: 160 million population growing @ 3% Growing trend of urbanization Viable middle class Increasing literacy among females Per capita income growing @ 14% = $ 652 GDP growth = 2% Retail whole sale trade is 18.4 % of GDP Stock exchange crossed 8000 points million of expatriate workers Technological Requirements and up gradation: Pakistan textile industry is blessed with state of the art machinery, and local entrepreneurs remain well updated in this scenario. Thou, there is no or limited government support in up gradation programs at the moment, but previously from 2003 to 2005 this sector has enjoyed multiple benefits on import of technology and machinery in terms of GOPs program for BMR, so that industry could be geared up to meet challenges of WTO, once the quota regime was over. PORTER Five Forces Model: One of the worst hit sectors during the skyrocketing interest rate scenario in the late 90s and early 2000s, the debt-laden Pakistan textile industry has spun many turn-around stories since then. Aided by lower interest rates, restructuring packages from financial institutions and the recent dismantle of quotas; the sector is today well poised to capture growth opportunities. In 2008, the sector contributed 20% to industrial production, 9% to excise collections, 18% of employment in industrial sector, nearly 20% to the countrys total export earnings and 4% to the GDP. The textile sector employs nearly 35 m people and is the second highest employer in the country. Infect, it is estimated that one out of every six households in the country directly or indirectly depend on this sector. Here we analyze the sectors dynamics through Porters five-factor model. (Thompson, Strickland III,Strategic Management, Concepts and Cases. 15th Edition) Bargaining power of customers (demand scenario): Factors HUFA MUFA Neutral MFA HFA 1 2 3 4 5 Number of Important buyers Few X Many Threat of Backward integration High X Low Product supplied Comodity X Speciality Switching cost Low X High % of buyers cost High X Low Profit Earned by Buyer High X Low Total 15 2 4 0 4 5 Score 2.50 Global textile clothing industry is currently pegged at around US$ 440 bn. US and European markets dominate the global textile trade accounting for 64% of clothing and 39% of textile market. With the dismantling of quotas, global textile trade is expected to grow (as per Mc Kinsey estimates) to US$ 650 bn by 2010 (5 year CAGR of 10%). Although China is likely to become the supplier of choice, other low cost producers like Pakistan would also benefit as the overseas importers would try to mitigate their risk of sourcing from only one country. The two-fold increase in global textile trade is also likely to drive Pakistans exports growth. Pakistans textile export (at US$ 15 bn in 2005) is expected to grow to US$ 40 bn, capturing a market share of close to 8% by 2010. Pakistan, in particular, is likely to benefit from the rising demand in the home textiles and apparels

Mona Lisa by Leonardo Da Vinci

I visited the Louvre in Paris, France and the one thing that I knew for sure that I wanted to see was the Leonardo Da Vinci masterpiece. I took the metro that led me into a mall where I walked down a very long hall of shops on each side. Finally, we reached the large inverted pyramid on the middle of a large room. If facing the pyramid with the long hall of the mall to your back, you can look forward and to the left and you will see an entrance to Comedie-Francaise.It doesn’t look like much from just the doorway from inside the mall of the Louvre but it is an underground studio theatre where you can watch French comedy shows or plays. Leonardo De Vinci used oils to paint the Mona Lisa creating a life like painting. The size of this painting was not a big as I expected to be but the painting itself is amazing. I did not feel there were any distinct lines, but there were plenty of shading that allowed every part to flow right into the next. Like, how the clothing flows softly in to a hand, or how her forehead perfectly blends into her hair.I think of this painting like it was photograph, it is brilliant how her chin stops and her neck begins with subtle lines, nothing over exaggerated. De Vinci used colors that seemed to draw attention to her face as the focal point. There is a perfect contrast of colors between her pale, soft looking skin against her dark dress catches the eye. This contrast is so apparent that you can even see the color of her hands are just a little darker than the color of her face, which assists in drawing the viewer’s attention to her face.Her facial expression is the what makes her face the obvious focal point of this painting. It pulls out a lot of questions from the mind. Is she smiling? If so, what or who was she was smiling at? Is it a smile to go along with a playful glance as if she was expressing all of her thoughts to the one she was looking at? Or is she even looking at anyone or anything? Just the smile held so many different meanings. It seems to me that it is a smile of happiness or flirtation. Maybe she is just at peace about something.But then again, after studying it for some time, her smile could mean something completely different. It could be a serious smile and once you think it may be one of seriousness, it can change your mind of what her eyes are saying. My view of her facial expressions can be completely different to anyone else, but I think that is the point of any type of painting. One thing that took me a while to notice was that she had no eyebrows or even eyelashes. I thought it was painted that way, and so did everyone else in the room.After a long while of gazing at this painting I overheard a tour guide telling he group that she did in fact have them at one time and they had gradually disappeared over time, possibly as a result of cleaning over many years. I tried to visualize what she would look like with them, or if it would completely change my view of her expressions bu t I think that with the eyebrows and eyelashes missing add a slight semi-abstract quality to her face. One other thing that I knew but never took the time to realize was that Leonardo da Vinci used a wood panel for his painting.What a magnificent piece of art, to look so realistic and yet on a piece of wood. This only goes to show how great of an artist Leonardo da Vinci really was. An oil painted masterpiece on a wood panel painted in 16th century still in one piece and preserved well enough for it to be available for all to see and study is amazing to me. The observer’s job is to interpret the painting and try to visualize what it was that the artist is expressing as they created their art work. Knowing now, what I have learned in this class gives me opportunity to truly understand what it meant to be able to view such a masterpiece.

Global Human Capital Management Trends

Change is never easy. Casino X has been working with the same mindset for many years. In the past this was a profitable company but with the globalization of culture and the marketplace, due in part to the technology growth and the internet, they cannot successfully work with an outdated human resource system. The casinos have had a transactional style of leadership; believing that the primary purpose of a subordinate is to do their jobs, create clear work requirements, and expect the job to be done without question and immediately.The leaders have a realist view of thinking and use their expertise as their source of power (IAAP Administrative Professionals Week Event, 2009). National boundaries are less important, and multinational companies treat the world as one market. Through technology smaller countries are finding bigger markets for their goods and services, creating more competition for older managed businesses (McAdams, Neslund, & Zucker, 2012). The best way to ease these co ncepts into the corporate mind is through: example, presenting them analytical data, and real word examples of how changing their views of human capital has worked for other companies.This may help them see how they can make changes. Insuring that they do not feel they must be at the highest level of the People Capability Maturity Model (CMM) tomorrow will also help with the transition to a mature workforce. There are no legal penalties for not improving the cultural climate of the corporation, but the continued loss of productivity and revenue should be of some influence. Initially, the leadership must be made to see the influence of globalization on the workforce in the country and then to understand how it affects other companies and then their company.They will then be able to understand that the benefits of treating their employees as individual assets under the People CMM will insure they can be competitive in the marketplace. A major global human capital management problem in the country is the greater number of immigrant workers; not since the turn of the century has there been a greater influx of non-European peoples. This influx has created cultural conflicts in the United States. Developing cultural understanding is required to prevent cross-cultural conflicts.There needs  to be a consistent emphasis of the value on diversity in communication, vision and strategic planning (Lankau, 2013). The leadership needs understand how that emphasis will improve the bottom line of Casino X and improve the bottom line of Casino X Macau. The leadership of the corporation will be introduced to the four cultural dimensions to illustrate how culture can affect the financial health of the company. These are: collectivism vs. individualism, power distance, orientation towards nature, and communication content (Milliman, Taylor, & Czaplewski, 2002).The United States is seen as individualist nation, primarily depending on individual task completion. Many other countri es prefer a collectivistic view, they care about the group and depend on relationships to complete projects. Understanding that view can improve communication with employees, suppliers and the customers. High power cultures have distinct structure, accepting unequal power and deference to superiors, while in the United States, a low power distance culture, all people are considered to have equal power.An American attitude is that we can control everything in nature, giving us a personal stake in all we do while those with an orientation towards an uncontrolled nature feel that failure or success is out of their hands. Communication is the fourth topic that the leadership of Casino X must realize about the cultures of other countries, most take into account the context of communication; they take into account all of the things surrounding the message: not only what is said but the surrounding context, what was said before and after, if only through email how it is said, body language , if the communication is in person.Knowing the cultural make-up of the employee base will help this leadership improve its communication with their employees. Understanding the cultural differences in communication will assist in the improvement of employee relationships and increase productivity. The introduction to the cultural distinctions and world views of employees and overseas companies will make the People CMM more understandable, and possibly increase the buy-in to the People CMM program. To achieve success with the People CMM, Casino X must first decide on which level their company’s maturity falls into.By surveying their employees they can get an overall picture of where they stand on the People CMM ladder. Then by going through each description they can realistically figure out what they need to do to improve the financial bottom line. The Initial Level will be shown to have inconsistent workplace practices, no clear policy and an emotionally detached workforce. This does not describe Casino X. The Managed Level shows an implementation of policy, but shows signs of overwork, distractions, unclear objectives poor communication and a low morale.It is imperative to emphasize corporate-wide improvement programs to identify critical skills and improve management skills at this level. This is the level at which Casino X falls. Their employees are accomplishing the job, but have no pride in it, and no organizational loyalty. Because of this they have no innovative thinking and Casino X is spending a great deal of money and time retraining employees instead of improving them. The next level of maturity is the Defined Level, they are working better but are now missing key opportunities because of a lack of talent.They will need to work on workforce competency and more strategic thinking. Level 4 is called the Predictable Level of maturity in a company. They are following all policies and completing all requirements with full trust of management. Now is the time to innovate information technology, introduce new programs and training. At maturity level 5, The Optimizing Level, there is accountability and measured improvement in the way the company works, the employees have high morale, and the financial outlook is good (Curtis, Hefley, & Miller, 2010). This is the level, the attainable star, that Casino X needs to shoot for.By showing them the tools and insuring they realize that it is a process and they do not have to get there overnight (nor should they try) they can overcome the global human capital problems they face with predictable changes and understanding. The management styles of Casino X must be improved to obtain the employee improvement and eventual profit there is to gain in the operation of the casino. Motivating these managers to work together may be a challenge. The best approach to creating change is to work with them; when you work with your employees, they will be happier to work with management.This works wel l when people want to collaborate but are struggling to adjust to the situation, i. e. a merging of companies, and achieve the goals of change. This may help to instill a feeling of responsibility in the importance of the completion of this project and how they are the key may give them an incentive for success. Involving them in working together intellectually the employees may become more involved emotionally which may persuade them that it is the right thing to do, to follow the new vision of the casino (Changing Minds, 2012-2013).To appeal to the preceding issues the following memorandum was submitted to the leadership of Casino X: The casino industry has been managed in the same fashion for several years. The autocratic management style is quite firmly entrenched drawing from the fact that the industry began as an illegal activity. In addition, the gaming industry has been clouded by an atmosphere of distrust as evidenced by constant supervision of personnel activities, such as video surveillance of all gaming tables. The industry is also heavily unionized. This unionization has fostered an anti-management mentality (Reimann, 1993).With the influx of multinational employees it has become more evident, by a high turnover in staff and lost profits that changes need to be made. Over the past several years competition has increased as well. This competition is from video, internet, and riverboat gambling, as well as gaming on Indian reservations (Reimann, 1993) and competition from other overseas establishments. Because of all this competition the employee base is becoming more diverse, and while Casino X is trying to maximize their profits, they must also recognize the potential profit in their human capital.To do this they must insure that the exchange between the casino and the employees of the casino are mutually beneficial (Chen & Chuang, 2013). Therefore, the use of change management by organizational development is even more important for a profitable evolution in management. As you have realized, you have a problem with the lack of employee loyalty and high turnover. You have taken the first steps in the process of Organizational Development in that you have found what needs to change and have retained me to assist you in the matter.We next discussed the underlying reasons: a lack of understanding the cultural differences and globalization of your competition and employee base (French & Bell, 1995). I informed you through a prior memorandum of what we learned from the data we collected. Now we need to discuss the root causes and remedies for your dilemma (Rooney & Vanden Heuval, 2004). We need to invest in the human capital of your employees; they need to feel that they are a part of the Casino, not just working for a supervisor who works for the Casino.We need them to be motivated and inspired to work. This will reflect on how they deal with your customers, and will show return in investment in repeat customer loyalty and, in t urn, profit. I recommend starting with training the management teams in cultural diversity; this would also serve you well in customer relations, as there is an increase in foreign travel to Las Vegas. The management needs to understand how to relate to other cultures and ethics systems so they can identify ways to improve communications with employees and employee communication with customers.Most important, as the Casino leadership you need to have a vision of how you want your Casino perceived: as an entertainment location or a gambling establishment. Your vision needs to be clearly articulated to your employees and should serve to inspire your management teams. Your vision should set an example your employees want to follow. I also suggest giving your employees a voice in improving customer relations and improving their working processes, both of which can be achieved by creating a team concept. These teams would consist of employees working in the same environment with rotation of team leadership.Team leaders would bring suggestions for improvement to management. An important goal in this process would state that employees could not bring a problem to the employee team’s attention without bringing a proposed solution. Keep in mind that in larger hospitality organizations an entrepreneurial spirit is more easily sustained when shared visions of management styles are part of the organization rather than only a process (Agrusa & Lema, 2007). Once we get the organization processes in action we will monitor the progress.Everyone who contributed information should have an opportunity to learn about the findings of this assessment process, maintaining confidentiality. The feedback should start with the Casino Leadership and the Management teams. It will be processed down through the employee teams to reach all who have participated. This provides an opportunity for the organization's people to become involved in the change process, to learn about how diff erent parts of the organization affect each other, and to participate in selecting appropriate change interventions (French & Bell, 1995).We will then make changes as through the creation of an implementation plan developed based on the assessment data; logically organized, results-oriented, measurable and rewarded. This will be a continuous process and done at regular intervals. This will not work without your full support and cooperation. You, as the Casino Leadership, are the example to the entire company and without your support this will be an empty attempt at progress; the employees will know that their input in not valued and you will be right back to square one.The next step is to plan for a participative decision-making process for implementing the changes. Leadership must remain flexible enough to modify the process as the organization changes and as new information emerges (IAAP Adminstrative Professionals Week Event, 2009). You must emphasize to your employees that the c hanges they wish to make must be of equal or greater quality to the customer and the work environment. The human capital change management process is important to obtain a profitable success.You must remember that your employees who are doing the jobs know best how to do those tasks; they are an asset to the positive changes you wish to make. They are also the greatest resource you have for knowing which changes will be of the greatest benefit to the customer, the employees, and the bottom line. You should leave problem solving and decision making to the lowest levels possible; this will empower your employees. Expect the best of your employees; they will only rise to the level expected from them.If they are empowered and inspired to do so, your employees can perform at consistently higher levels (Reimann, 1993). These are the recommendations and guidance we provide to the leadership of Casino X. The movement to overseas casino operations has begun in your operation, and is already established in the city of Macau in the Philippines. There are many global staffing theories available to your organization; a review of these theories will assist in the development of your company to a higher management maturity level and greater profit margin.Global staffing is the function of the human resources department to fill key positions at an international level. There are more employees willing to take on the challenge of working in a different country, to expatriate, this gives them more experience and they may possibly gain better positions far more quickly than those who remain in the home location. Companies benefit from being a multinational organization by being able to attract a greater talent base. â€Å"The overall global staffing strategy must be inclusive of methods to motivate employees to attract them to their organization† (Scullion & Collings, 2006).A popular Global management theory is performance management; this method emphasizes the excellence of each person or teams process in the organization, it is said to motivate employees through holistic evaluations and to strengthen the link between company accomplishments and employee rewards (Gliddon, HRMT 620 Class Notes 6, 2013). This management process has had some problems in the host countries local population managers, or inpatriate managers (Maley, 2011). You must insure that the inpatriate managers are developed as much as your in-country managers are if they are to gain a sustainable competitive advantage.The performance appraisals written for your inpatriate managers must be reflective of the cultural norms of their country and still keep the performance to the standards your company requires. This form of management has been shown to be difficult for many organizations (Maley, 2011) although it has worked well in other casinos in Macau. The aligning of employee needs and organizational needs can be seen in job satisfaction and internal service quality. It is necessary to have positive employee relationships with organizational commitment, which is extremely important to hospitality companies, such as casinos, for competitive advantage.With respect to the impact of job satisfaction on turnover, many studies conclude that highly satisfied employees are less likely to seek new employment. The most important link to job satisfaction, especially in other countries, are â€Å"hygiene factors† linked to work environment and work conditions. In a casino environment, job stress can typically result from constantly changing work shifts and being closely watched by players and surveillance cameras; this should be closely monitored. Macau casino employees have a greater problem with job stress. Stress has been shown to lead to job dissatisfaction and may lower customer service quality.Minimizing job stress is an important aspect of job satisfaction for casino workers (Gu, Siu, & Chi, 2009). The most important part of performance management is the lin king of the individual performance with the objectives of the business (Stiles , et al. , 2006). Performance management also requires periodic coaching and advising to maintain motivation and organizational vision. Another theory is reward management; this would attract highly skilled employees by using pay incentives to align employee interest with the business and the stakeholders’ interests.Rather than acting as a guiding tool, reward management can remove fixed costs in employee wage. Operating based on mutuality, and typically emphasizing the notion of shared responsibility, employees stand to do well if the firm performs well and vice versa. There is also an increasing view of companies to view talent effectively as a strategic priority. Talent management theory uses recruitment practices that follow a talent pool strategy where the company first recruits the best people and then places them into positions rather than trying to recruit specific people for specific posit ions (Gu, Siu, & Chi, 2009).This process need a large applicant pool to draw from and therefore this would not be an effective method for Casino X’s global resource management team to use, as there are not enough specifically qualified people in your host country to generate a sufficient pool of talent from which to draw. Total Quality Management (TQM) is the most well-known management theory; the most appealing part of TQM is that it is not stagnant. TQM is an evolving and changing management system that works by fitting the company, the employees and the ever-changing market.This would be the best way to manage your business. TQM works by using the concept of â€Å"improvement through transformation† (Gliddon, HRMT 620 Class Notes 5, 2013). One of the major factors you must consider when using TQM from a management standpoint is how much commitment are you willing to give to change, realizing that if the management is not a part of the change the employees will not f ollow. Also, remember that the process is not a short-term solution it is a long-term commitment to success (Chen & Chuang, 2013).You must understand that the impact on how your managers perform their jobs is directly affected by how you distribute the information regarding changes you make and the results of those changes. Your employees will be more concerned with being rewarded. Leadership in regards to change should understand that rewarding employees for their efforts and change in behavior during and after the change event is important and has a direct impact to how they perform their jobs. Casino X’s leadership must realize that the support of a large number of resources including the employees is necessary to implement their change program (Peterson, 2010).Above all there will need to be orientation training, learning about the cultures of the employees and the host country. Learning is a continuous process, and global learning is the ability of an organization to rev iew its progress continuously, to learn from its experiences, and to transfer the knowledge and expertise developed in each part of its global network to all other parts worldwide (Ling & Jaw, 2006). Casino X Macau must have a first-class casino labor force to be competitive.Presently there are only a few things that need to be done to improve the casino employees' work performance. The most important of these is to improve employees' interpersonal skills and to strengthen the person-to-person interactions of Macao casinos' customer service practices. Additionally, employees' language ability should be enhanced for both Mandarin fluency and English knowledge so that Casino X Macau can meet the demand of an expanding Mainland Chinese market and the need for becoming a more internationalized market and workplace (Gu, Siu, & Chi, 2009).High-performing companies have integrated their core values into the human capital resource process: how they attract, hire, and develop talent; manage performance; compensate employees; and so on. Methods for developing and maintaining a strong culture should be systematically used. These methods should focus on attitudes and cultural fit in the selection process, on secondary socialization and training, and performance management.The methods that Casino X should use are built around company core values and use both symbolic and values-based leadership (Stiles , et al. , 2006). Training programs need to be established that create a foundation upon which to base continuing training. A multinational organization needs the ability to train cross-cultural teams. These teams will ensure high levels of collaboration and performance. However, before you decide how to train your employees you must consider how you will recruit them.The socialization process begins with recruitment in that the organization is likely to select new members who already have the â€Å"right† set of attitudes, beliefs, and values (Stiles , et al. , 2006) . It was found that high-performing companies have instilled their core values into every process. Their vision is instilled in how they attract, hire, and develop their employee base, how the company manages performance, and how they compensate employees. Casino X needs to focus on attitudes and cultural fit in the selection process with an emphasis on secondary socialization and  training.Leadership must insure that the performance management and compensation & benefits systems are built around company core vision and that they are the example of the symbolic and values-based leadership. All levels of the company have a role in the hiring and keeping of quality employees. The human resource department should be responsible for developing the strategy, policy and basic infrastructure of the hiring process. They will also need to provide translation and coordination of global issues in Macau.The closer to the country you are working in the more detailed your human resources depart ment should be, locally in country, they should deal with national polices and locally specific policies. It is not good enough to adopt a best practice policy without considering the cultural implications, United States best practice will not always work in other countries. Casino X Macau will have to insure that their recruiting practices align with all level of their business needs and insure they are complying with all local and country laws and policies.As I have previously noted in our discussions, it is quality of leadership that is ultimately responsible for ensuring congruence between the various aspects of the organization, its environment, and strategies (Stiles , et al. , 2006). Part of that responsibility will be the training of your employees. When hiring expatriates it is imperative that you do some sort of cultural training, and would be more productive if you conduct cross training, so that both the expatriate employees and the host country employees can learn about each other in a controlled environment.Commonly used techniques to develop cross-cultural teams are the cognitive approach and the experiential approach. These approaches to cross training focus on building a greater level of understanding and respect between employees of different cultures. Encouraging your employees in the process of discussing variations in each other’s culture will help in increasing their level of cooperation and enhance their ability to get the work done in a profitable manner.Additionally you can add training to enhance other leadership qualities such as communications, listening skills, conflict resolution, negotiation skills, and problem solving (Scullion & Collings, 2006). As for the original Casino X, I again recommend cultural sensitivity training, due to the large influx of Mexican immigrants to the area. The Mexican culture is much more relationship based than that of the United States. Research shows that Mexicans form loyalties to individuals versus companies. Much of their impressions about the new company will be formed at orientation.I would also recommend that the orientations include time with the departments they are working with, it has been shown that starting the employees with face-to-face contact with those they will work with will provide a better employee base (Carrillo, 2006). Remember that change is difficult for many people, but in the end is very profitable if managed correctly. â€Å"Strong resistance to change is often rooted in deeply conditioned or historically reinforced feelings. Patience and tolerance are required to help people in these situations to see things differently (Chapman, 2012). † Global Human Capital Management Trends Change is never easy. Casino X has been working with the same mindset for many years. In the past this was a profitable company but with the globalization of culture and the marketplace, due in part to the technology growth and the internet, they cannot successfully work with an outdated human resource system. The casinos have had a transactional style of leadership; believing that the primary purpose of a subordinate is to do their jobs, create clear work requirements, and expect the job to be done without question and immediately.The leaders have a realist view of thinking and use their expertise as their source of power (IAAP Administrative Professionals Week Event, 2009). National boundaries are less important, and multinational companies treat the world as one market. Through technology smaller countries are finding bigger markets for their goods and services, creating more competition for older managed businesses (McAdams, Neslund, & Zucker, 2012). The best way to ease these co ncepts into the corporate mind is through: example, presenting them analytical data, and real word examples of how changing their views of human capital has worked for other companies.This may help them see how they can make changes. Insuring that they do not feel they must be at the highest level of the People Capability Maturity Model (CMM) tomorrow will also help with the transition to a mature workforce. There are no legal penalties for not improving the cultural climate of the corporation, but the continued loss of productivity and revenue should be of some influence. Initially, the leadership must be made to see the influence of globalization on the workforce in the country and then to understand how it affects other companies and then their company.They will then be able to understand that the benefits of treating their employees as individual assets under the People CMM will insure they can be competitive in the marketplace. A major global human capital management problem in the country is the greater number of immigrant workers; not since the turn of the century has there been a greater influx of non-European peoples. This influx has created cultural conflicts in the United States. Developing cultural understanding is required to prevent cross-cultural conflicts.There needs  to be a consistent emphasis of the value on diversity in communication, vision and strategic planning (Lankau, 2013). The leadership needs understand how that emphasis will improve the bottom line of Casino X and improve the bottom line of Casino X Macau. The leadership of the corporation will be introduced to the four cultural dimensions to illustrate how culture can affect the financial health of the company. These are: collectivism vs. individualism, power distance, orientation towards nature, and communication content (Milliman, Taylor, & Czaplewski, 2002).The United States is seen as individualist nation, primarily depending on individual task completion. Many other countri es prefer a collectivistic view, they care about the group and depend on relationships to complete projects. Understanding that view can improve communication with employees, suppliers and the customers. High power cultures have distinct structure, accepting unequal power and deference to superiors, while in the United States, a low power distance culture, all people are considered to have equal power.An American attitude is that we can control everything in nature, giving us a personal stake in all we do while those with an orientation towards an uncontrolled nature feel that failure or success is out of their hands. Communication is the fourth topic that the leadership of Casino X must realize about the cultures of other countries, most take into account the context of communication; they take into account all of the things surrounding the message: not only what is said but the surrounding context, what was said before and after, if only through email how it is said, body language , if the communication is in person.Knowing the cultural make-up of the employee base will help this leadership improve its communication with their employees. Understanding the cultural differences in communication will assist in the improvement of employee relationships and increase productivity. The introduction to the cultural distinctions and world views of employees and overseas companies will make the People CMM more understandable, and possibly increase the buy-in to the People CMM program. To achieve success with the People CMM, Casino X must first decide on which level their company’s maturity falls into.By surveying their employees they can get an overall picture of where they stand on the People CMM ladder. Then by going through each description they can realistically figure out what they need to do to improve the financial bottom line. The Initial Level will be shown to have inconsistent workplace practices, no clear policy and an emotionally detached workforce. This does not describe Casino X. The Managed Level shows an implementation of policy, but shows signs of overwork, distractions, unclear objectives poor communication and a low morale.It is imperative to emphasize corporate-wide improvement programs to identify critical skills and improve management skills at this level. This is the level at which Casino X falls. Their employees are accomplishing the job, but have no pride in it, and no organizational loyalty. Because of this they have no innovative thinking and Casino X is spending a great deal of money and time retraining employees instead of improving them. The next level of maturity is the Defined Level, they are working better but are now missing key opportunities because of a lack of talent.They will need to work on workforce competency and more strategic thinking. Level 4 is called the Predictable Level of maturity in a company. They are following all policies and completing all requirements with full trust of management. Now is the time to innovate information technology, introduce new programs and training. At maturity level 5, The Optimizing Level, there is accountability and measured improvement in the way the company works, the employees have high morale, and the financial outlook is good (Curtis, Hefley, & Miller, 2010). This is the level, the attainable star, that Casino X needs to shoot for.By showing them the tools and insuring they realize that it is a process and they do not have to get there overnight (nor should they try) they can overcome the global human capital problems they face with predictable changes and understanding. The management styles of Casino X must be improved to obtain the employee improvement and eventual profit there is to gain in the operation of the casino. Motivating these managers to work together may be a challenge. The best approach to creating change is to work with them; when you work with your employees, they will be happier to work with management.This works wel l when people want to collaborate but are struggling to adjust to the situation, i. e. a merging of companies, and achieve the goals of change. This may help to instill a feeling of responsibility in the importance of the completion of this project and how they are the key may give them an incentive for success. Involving them in working together intellectually the employees may become more involved emotionally which may persuade them that it is the right thing to do, to follow the new vision of the casino (Changing Minds, 2012-2013).To appeal to the preceding issues the following memorandum was submitted to the leadership of Casino X: The casino industry has been managed in the same fashion for several years. The autocratic management style is quite firmly entrenched drawing from the fact that the industry began as an illegal activity. In addition, the gaming industry has been clouded by an atmosphere of distrust as evidenced by constant supervision of personnel activities, such as video surveillance of all gaming tables. The industry is also heavily unionized. This unionization has fostered an anti-management mentality (Reimann, 1993).With the influx of multinational employees it has become more evident, by a high turnover in staff and lost profits that changes need to be made. Over the past several years competition has increased as well. This competition is from video, internet, and riverboat gambling, as well as gaming on Indian reservations (Reimann, 1993) and competition from other overseas establishments. Because of all this competition the employee base is becoming more diverse, and while Casino X is trying to maximize their profits, they must also recognize the potential profit in their human capital.To do this they must insure that the exchange between the casino and the employees of the casino are mutually beneficial (Chen & Chuang, 2013). Therefore, the use of change management by organizational development is even more important for a profitable evolution in management. As you have realized, you have a problem with the lack of employee loyalty and high turnover. You have taken the first steps in the process of Organizational Development in that you have found what needs to change and have retained me to assist you in the matter.We next discussed the underlying reasons: a lack of understanding the cultural differences and globalization of your competition and employee base (French & Bell, 1995). I informed you through a prior memorandum of what we learned from the data we collected. Now we need to discuss the root causes and remedies for your dilemma (Rooney & Vanden Heuval, 2004). We need to invest in the human capital of your employees; they need to feel that they are a part of the Casino, not just working for a supervisor who works for the Casino.We need them to be motivated and inspired to work. This will reflect on how they deal with your customers, and will show return in investment in repeat customer loyalty and, in t urn, profit. I recommend starting with training the management teams in cultural diversity; this would also serve you well in customer relations, as there is an increase in foreign travel to Las Vegas. The management needs to understand how to relate to other cultures and ethics systems so they can identify ways to improve communications with employees and employee communication with customers.Most important, as the Casino leadership you need to have a vision of how you want your Casino perceived: as an entertainment location or a gambling establishment. Your vision needs to be clearly articulated to your employees and should serve to inspire your management teams. Your vision should set an example your employees want to follow. I also suggest giving your employees a voice in improving customer relations and improving their working processes, both of which can be achieved by creating a team concept. These teams would consist of employees working in the same environment with rotation of team leadership.Team leaders would bring suggestions for improvement to management. An important goal in this process would state that employees could not bring a problem to the employee team’s attention without bringing a proposed solution. Keep in mind that in larger hospitality organizations an entrepreneurial spirit is more easily sustained when shared visions of management styles are part of the organization rather than only a process (Agrusa & Lema, 2007). Once we get the organization processes in action we will monitor the progress.Everyone who contributed information should have an opportunity to learn about the findings of this assessment process, maintaining confidentiality. The feedback should start with the Casino Leadership and the Management teams. It will be processed down through the employee teams to reach all who have participated. This provides an opportunity for the organization's people to become involved in the change process, to learn about how diff erent parts of the organization affect each other, and to participate in selecting appropriate change interventions (French & Bell, 1995).We will then make changes as through the creation of an implementation plan developed based on the assessment data; logically organized, results-oriented, measurable and rewarded. This will be a continuous process and done at regular intervals. This will not work without your full support and cooperation. You, as the Casino Leadership, are the example to the entire company and without your support this will be an empty attempt at progress; the employees will know that their input in not valued and you will be right back to square one.The next step is to plan for a participative decision-making process for implementing the changes. Leadership must remain flexible enough to modify the process as the organization changes and as new information emerges (IAAP Adminstrative Professionals Week Event, 2009). You must emphasize to your employees that the c hanges they wish to make must be of equal or greater quality to the customer and the work environment. The human capital change management process is important to obtain a profitable success.You must remember that your employees who are doing the jobs know best how to do those tasks; they are an asset to the positive changes you wish to make. They are also the greatest resource you have for knowing which changes will be of the greatest benefit to the customer, the employees, and the bottom line. You should leave problem solving and decision making to the lowest levels possible; this will empower your employees. Expect the best of your employees; they will only rise to the level expected from them.If they are empowered and inspired to do so, your employees can perform at consistently higher levels (Reimann, 1993). These are the recommendations and guidance we provide to the leadership of Casino X. The movement to overseas casino operations has begun in your operation, and is already established in the city of Macau in the Philippines. There are many global staffing theories available to your organization; a review of these theories will assist in the development of your company to a higher management maturity level and greater profit margin.Global staffing is the function of the human resources department to fill key positions at an international level. There are more employees willing to take on the challenge of working in a different country, to expatriate, this gives them more experience and they may possibly gain better positions far more quickly than those who remain in the home location. Companies benefit from being a multinational organization by being able to attract a greater talent base. â€Å"The overall global staffing strategy must be inclusive of methods to motivate employees to attract them to their organization† (Scullion & Collings, 2006).A popular Global management theory is performance management; this method emphasizes the excellence of each person or teams process in the organization, it is said to motivate employees through holistic evaluations and to strengthen the link between company accomplishments and employee rewards (Gliddon, HRMT 620 Class Notes 6, 2013). This management process has had some problems in the host countries local population managers, or inpatriate managers (Maley, 2011). You must insure that the inpatriate managers are developed as much as your in-country managers are if they are to gain a sustainable competitive advantage.The performance appraisals written for your inpatriate managers must be reflective of the cultural norms of their country and still keep the performance to the standards your company requires. This form of management has been shown to be difficult for many organizations (Maley, 2011) although it has worked well in other casinos in Macau. The aligning of employee needs and organizational needs can be seen in job satisfaction and internal service quality. It is necessary to have positive employee relationships with organizational commitment, which is extremely important to hospitality companies, such as casinos, for competitive advantage.With respect to the impact of job satisfaction on turnover, many studies conclude that highly satisfied employees are less likely to seek new employment. The most important link to job satisfaction, especially in other countries, are â€Å"hygiene factors† linked to work environment and work conditions. In a casino environment, job stress can typically result from constantly changing work shifts and being closely watched by players and surveillance cameras; this should be closely monitored. Macau casino employees have a greater problem with job stress. Stress has been shown to lead to job dissatisfaction and may lower customer service quality.Minimizing job stress is an important aspect of job satisfaction for casino workers (Gu, Siu, & Chi, 2009). The most important part of performance management is the lin king of the individual performance with the objectives of the business (Stiles , et al. , 2006). Performance management also requires periodic coaching and advising to maintain motivation and organizational vision. Another theory is reward management; this would attract highly skilled employees by using pay incentives to align employee interest with the business and the stakeholders’ interests.Rather than acting as a guiding tool, reward management can remove fixed costs in employee wage. Operating based on mutuality, and typically emphasizing the notion of shared responsibility, employees stand to do well if the firm performs well and vice versa. There is also an increasing view of companies to view talent effectively as a strategic priority. Talent management theory uses recruitment practices that follow a talent pool strategy where the company first recruits the best people and then places them into positions rather than trying to recruit specific people for specific posit ions (Gu, Siu, & Chi, 2009).This process need a large applicant pool to draw from and therefore this would not be an effective method for Casino X’s global resource management team to use, as there are not enough specifically qualified people in your host country to generate a sufficient pool of talent from which to draw. Total Quality Management (TQM) is the most well-known management theory; the most appealing part of TQM is that it is not stagnant. TQM is an evolving and changing management system that works by fitting the company, the employees and the ever-changing market.This would be the best way to manage your business. TQM works by using the concept of â€Å"improvement through transformation† (Gliddon, HRMT 620 Class Notes 5, 2013). One of the major factors you must consider when using TQM from a management standpoint is how much commitment are you willing to give to change, realizing that if the management is not a part of the change the employees will not f ollow. Also, remember that the process is not a short-term solution it is a long-term commitment to success (Chen & Chuang, 2013).You must understand that the impact on how your managers perform their jobs is directly affected by how you distribute the information regarding changes you make and the results of those changes. Your employees will be more concerned with being rewarded. Leadership in regards to change should understand that rewarding employees for their efforts and change in behavior during and after the change event is important and has a direct impact to how they perform their jobs. Casino X’s leadership must realize that the support of a large number of resources including the employees is necessary to implement their change program (Peterson, 2010).Above all there will need to be orientation training, learning about the cultures of the employees and the host country. Learning is a continuous process, and global learning is the ability of an organization to rev iew its progress continuously, to learn from its experiences, and to transfer the knowledge and expertise developed in each part of its global network to all other parts worldwide (Ling & Jaw, 2006). Casino X Macau must have a first-class casino labor force to be competitive.Presently there are only a few things that need to be done to improve the casino employees' work performance. The most important of these is to improve employees' interpersonal skills and to strengthen the person-to-person interactions of Macao casinos' customer service practices. Additionally, employees' language ability should be enhanced for both Mandarin fluency and English knowledge so that Casino X Macau can meet the demand of an expanding Mainland Chinese market and the need for becoming a more internationalized market and workplace (Gu, Siu, & Chi, 2009).High-performing companies have integrated their core values into the human capital resource process: how they attract, hire, and develop talent; manage performance; compensate employees; and so on. Methods for developing and maintaining a strong culture should be systematically used. These methods should focus on attitudes and cultural fit in the selection process, on secondary socialization and training, and performance management.The methods that Casino X should use are built around company core values and use both symbolic and values-based leadership (Stiles , et al. , 2006). Training programs need to be established that create a foundation upon which to base continuing training. A multinational organization needs the ability to train cross-cultural teams. These teams will ensure high levels of collaboration and performance. However, before you decide how to train your employees you must consider how you will recruit them.The socialization process begins with recruitment in that the organization is likely to select new members who already have the â€Å"right† set of attitudes, beliefs, and values (Stiles , et al. , 2006) . It was found that high-performing companies have instilled their core values into every process. Their vision is instilled in how they attract, hire, and develop their employee base, how the company manages performance, and how they compensate employees. Casino X needs to focus on attitudes and cultural fit in the selection process with an emphasis on secondary socialization andtraining. Leadership must insure that the performance management and compensation & benefits systems are built around company core vision and that they are the example of the symbolic and values-based leadership. All levels of the company have a role in the hiring and keeping of quality employees. The human resource department should be responsible for developing the strategy, policy and basic infrastructure of the hiring process. They will also need to provide translation and coordination of global issues in Macau.The closer to the country you are working in the more detailed your human resources departmen t should be, locally in country, they should deal with national polices and locally specific policies. It is not good enough to adopt a best practice policy without considering the cultural implications, United States best practice will not always work in other countries. Casino X Macau will have to insure that their recruiting practices align with all level of their business needs and insure they are complying with all local and country laws and policies.As I have previously noted in our discussions, it is quality of leadership that is ultimately responsible for ensuring congruence between the various aspects of the organization, its environment, and strategies (Stiles , et al. , 2006). Part of that responsibility will be the training of your employees. When hiring expatriates it is imperative that you do some sort of cultural training, and would be more productive if you conduct cross training, so that both the expatriate employees and the host country employees can learn about ea ch other in a controlled environment.Commonly used techniques to develop cross-cultural teams are the cognitive approach and the experiential approach. These approaches to cross training focus on building a greater level of understanding and respect between employees of different cultures. Encouraging your employees in the process of discussing variations in each other’s culture will help in increasing their level of cooperation and enhance their ability to get the work done in a profitable manner.Additionally you can add training to enhance other leadership qualities such as communications, listening skills, conflict resolution, negotiation skills, and problem solving (Scullion & Collings, 2006). As for the original Casino X, I again recommend cultural sensitivity training, due to the large influx of Mexican immigrants to the area. The Mexican culture is much more relationship based than that of the United States. Research shows that Mexicans form loyalties to individuals ve rsus companies. Much of their impressions about the new company will be formed at orientation.I would also recommend that the orientations include time with the departments they are working with, it has been shown that starting the employees with face-to-face contact with those they will work with will provide a better employee base (Carrillo, 2006). Remember that change is difficult for many people, but in the end is very profitable if managed correctly. â€Å"Strong resistance to change is often rooted in deeply conditioned or historically reinforced feelings. Patience and tolerance are required to help people in these situations to see things differently (Chapman, 2012). †

German Expressionism A Trending Art Movement From 1910-1940

German Expressionism was a trending art movement from 1910-1940. The movement started in Germany, and after World War 1 spread outside of the country. The movement was focused on a few different themes: early on during Expressionism, painters rejected the old, conservative traditions and styles of art academies and instead used strong nonrealistic colors and distorted, simplified forms. This type of art was meant to surprise the viewer and evoke an emotional response. Another important theme was a strong interest in the enticing yet dehumanizing nature of the urban lifestyle. Nudity and sexually charged portraiture was prolific during this period. A huge theme was the emotional peace and comfort that nature provided for the soul. While this theme was present before the Great War, the psychological damage from the war led artists to seek the peace that the natural world offered. Other common themes include landscapes, portraits, and postwar politics. A number of current events affecte d the works of Expressionist artists. The industrialization of Germany in the early years of the twentieth century led to urbanization and an increase in population density. The closeness of people led to a certain amount of disregard to the feelings of others. At the same time, the attractions and liveliness of the city gave artists a positive feature to latch on to. The overall effect of this led artists to feel two separate types of emotions, ultimately leading to ambivalence towards city